Introduction

Effective communication skills are arguably the single most important skill that can take organisations to great heights. In a workplace environment, where many people of different backgrounds and personalities interact on a daily basis, the ability to effectively communicate and are engaged with one another become critical to the success of the department and the company.

Yet, have you ever explained something so clearly to someone, yet they do not seem to understand you? Or vice versa? This programme looks at communication barriers and how to overcome them. You will also learn about the copyrighted “Coloured Brain” communication technology developed by Arthur F. Carmazzi. It reveals why people do and say the things they do; and effective communication strategies with people of a different “brain colour”. (“Coloured Brain Communication” is accredited and validated by the American Business School of Psychology).

This course enables you to achieve greater synergy with better work relationships as you lead and influence the flow of communication in your organisation through managing conflicts; resistance to change; when giving/receiving feedback; and enhancing creativity at work.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the stages of team development and how to form a cohesive team through communication.
  
• Understand the psychological elements and barriers of communication and how to overcome this.
• Learn the foundation of “coloured brain” communication; and develop improved communication strategies to communicate and influence people of different brain color; and
• Apply techniques to manage conflict; manage resistance to change; give/receive feedback; and enhance creativity at work.

Who Should Attend

This program will benefit anyone - all employees, Managers, Team Leaders or anyone who is seeking a workshop to enhance their communication and leadership skills.

Programme Outline

Setting the Scene & Building Rapport
• Welcome and Introduction of Trainer
• Ice-Breaker
• Agreed ground rules
• Overview of course outline - purpose, outcomes and benefits of the workshop
• Ascertain participant expectations

What Makes an Effective Team
• Stages in team development (Tuckman & Jensen model)
• Benefits of an effective team
• Consequences of an ineffective team
• Ingredients for an effective team
• Activity & Debrief on team challenge

Approaching Brilliant Communication
• Identify why communicating effectively is absolutely essential
• Identify circumstances where message sent is not the same as message received
• Recognise psychological barriers which affect communication and learn how to overcome them
• Applying the 3 “Vs” in communication

The Questions You Ask; The Way You Listen
• The magic of powerful questions
• How effective is your listening?
• “Involving Faces” and Listening Communication Puzzle 

Introduction into the Power of “Coloured Brain” Communication 
• Understand coloured brain concept - nature v nurture
• Learn the genetic colour brain communication style of each brain colour (to understand why people do the things they do)

Mastering relationships and working with People of Different Colours 
• Learn tips and techniques to work effectively with each colour brain
• Activity - Apply information learnt towards:
• Preempting certain issues; and
• Improving buy-in of your ideas

Giving and Receiving Feedback
• Benefits of effective feedback 
• Guidelines for giving constructive feedback
• Using the “Sandwich Technique”
• Leveraging on the Situation-Impact-Future Action feedback formula

Application
• Application Activity where each group allocates a leader to lead the building of a speedy physical car according to customer requirement
• Leader is to display effective leadership and communication skills in the task
• Group is to give feedback and note learning from activity
• Overall debrief

Passive, Assertive and Aggressive 
• Understand the different components, body language and tone of each style
• Understand the benefits and consequences of using each; and when to use each style
• Case Study and Videos

Enhancing Creativity at Work
• Understand and apply rules of brainstorming
• Understand a group facilitation method which gets “everyone” in the team to participate
• Applying “assertiveness” in communication
• Group Activity

Communicating and Managing Change
• Embrace the inevitability of change
• Understand the psychological states of change  (SARAH Model) 
• Leader’s role in communicating & driving change through enabling the “head”, “heart” and “hands”
• Apply communication tools to overcoming team member resistance to change (Bridges Model)
• Building a case for change (Kotter Model)

Managing Conflicts
• Understanding the 5 conflict management styles (Thomas Kilman model)
• Activity/Video: “Stand by Your Animal”
• Discuss the pros and cons of each style
• Analyse scenarios of when each style can be used

Building an Environment of Success For Yourself and Others Around You
• “Hello” activity on Leading Meaningfully
• Debrief

Methodologies

This programme involves a mix of presentation, real-life examples, group discussions, personal reflection, hands-on group activities, videos and games. The goal is to build on the participant’s communication and leadership attributes. This programme offers you the opportunity to refresh and develop these core skills in a lively, open and highly interactive environment, enabling you to become more confident and effective inter-personally in order to build meaningful relationships

Programme Trainer

Celina Gan has accumulated a vast experience and know-how in working, training and coaching participants from different cultures, work backgrounds and across languages. Celina trains in Europe, Middle East and Asia, working with leading MNCs, the civil service and educational institutions. She is also a trainer, coach and assessor in the International Business Program at Regent’s University London, addressing ability for leadership, team building, team bonding and communication skills.

Prior to becoming a full time trainer, facilitator and coach, Celina worked in the healthcare and legal industries. She started her career as a registered nurse and midwife in the UK. Celina worked in several NHS hospitals in the UK. She independently  ran  an  Air Force  based  ante-natal  clinic  and  conducted  parentcraft  classes  in London. Celina trained staff on identifying patient needs, dealing with conflict situations, difficult patients and patient relationship management.

After working within healthcare, Celina undertook legal studies and held positions as Contracts and Commercial Adviser to BP Singapore and worked as a Legal Consultant in the UK, Spain and Malaysia. During this time, Celina headed and managed various legal departments, conducted training workshops and offered consultancy services to international corporations; as well as the educational and public sectors.

Introduction

Frontline leaders are critical to the success of organisations and require core leadership mindset and skills to succeed. At the same time they are encountering a range of challenges, including a structural shift in businesses, and the complexities of leading multi-generational and multicultural teams.

Managers who choose to adopt a leadership mindset to his work will become an effective leader in their own right, influence others to do their best, which ultimately results in a more progressive organisation. Based on his extensive cross-cultural leadership experience, the trainer has distilled leadership principles into the 4i model. Through role-plays, case studies and experiential learning, trainer will coach participants to learn the 4 'I' principles and practise applying them. Your frontline leaders will not only complete the workshop with head knowledge, but more importantly with a renewed motivation and transformed attitudes, ready to lead their teams to manage any challenges they face.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Adopt the 4 I leadership mindset, and start
  
• Initiating change
  
• Influencing others
• Include diverse demographics in synergies
• Improving themselves and their teams continuously and consistently
• Learn to set SMART goals and lead teams to achieve those goals
• Communicate effectively and master collaboration techniques
• Increase awareness of the importance of EQ when leading their teams and driving results
• Improve delegation and empowerment skills
• Understand and practice coaching and giving constructive feedback
• Innovate and generate ideas to resolve organisational and customer issues
• Adopt inclusive values and effectively lead multi--generational and multicultural teams

Who Should Attend

Team leaders, People Managers, Managers of managers, Senior Leadership Teams, Professionals seeking both professional and personal growth.

Programme Outline

• What is leadership?
  
• Managers vs. Leaders
• Custom-designed experiential activity and summarise learning
• Initiate, Improve, Influence,Include
• Taking initiative
• Frontline leaders take initiative to solve problem
• Making continuous improvement
• Frontline leaders constantly improve themselves and their teams by leveraging on strengths and managing weaknesses
• The 5 levels of leadership
• John Maxwell’s 5 levels of leadership
• Sharpening the saw
• Self-development and self-mastery
• The Leadership Challenge
• What can you do to improve the result of the morning leadership challenge?
• How to influence and motivate others
• How to delegate and coach
• Practising inclusiveness for maximum impact

Methodologies

The trainer will use a variety of training methods, including small group discussions, role-plays, games and video presentations, as well as review of real case studies

Programme Trainer

Clement Ng is an experienced “think out of the box” commercial trainer specialising in sales, marketing, strategy and entrepreneurship. His wealth of experience was garnered from over 20 years of corporate leadership positions within major listed companies and multinationals. He has trained and mentored hundreds of executives and professionals in companies such as Mars/Masterfoods. Swarovski, Indesit Co, Hong Leong Asia, Groupe Seb. These companies owned global brands that shape the lives of many.

Clement was privileged to have worked across the Asia Pacific Region and spent a significant amount of time managing businesses across multicultural structures. He championed many initiatives and led numerous million-dollar projects that resulted in “Best Practice” recognition.

He left his last role as a Regional Director of a global multinational to explore and fulfil his passion for training. He has a keen desire to share his broad commercial knowledge and practical know-how to impact learners and transform their work performances to achieve greater heights.

Clement graduated from Queensland University of Technology with a Bachelor of Business (Double Majors: Marketing & International Business) and achieved his MBA (Double Majors: International Marketing & Financial Management) from University of Western Australia. He was awarded the Advanced Certificate in Training and Assessment (ACTA) by the Workforce Development Authority, Singapore and is also a certified Ministry of Education trainer. Throughout the course of his corporate career, he has also attained numerous certifications in Leadership, Category Management, Project Management, Pricing Strategy etc…

Introduction

This generation of leaders are unique in the sense that we have up to 4 generations of workers co-existing at the same time in the workforce. Each generation of workforce comes with its unique tribal knowledge and life experiences, and especially the millennials – they are unlike any workforce we have seen in the past!

The management, leadership and relationships across these 4 generations poses unique challenges that has been much discussed and debated as each generation struggles to understand and adapt to each other.

Together with the workforce demographic complexity, the working environment is also seeing dramatic changes, not linearly, but exponentially. The emergence of volatile, uncertain, complex and ambiguous (VUCA) working environment poses piercing challenges in leadership and management.

This workshop aims to explore the workforce demographic changes and working environment change to understand it’s implications on effective management and leadership for organizations.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the complexities brought about by demographic changes
  
• Understand the complexities brought about by the emergence of super dynamic working environments
• Understand the implications of these changes on leadership and management practices
• Develop a set of management and leadership practices suitable for organizations to address these changes
• Learn application of these managerial leadership competencies in the various core roles of a manager

Who Should Attend

Team leaders, People Managers, Managers of managers, Senior Leadership Teams, Professionals seeking both professional and personal growth

Programme Outline

• Understanding Upcoming Demographic Changes
  
• Baby boomers
  
• Gen X
• Gen Y
• Millennials
• Implications on the Workforce
• Learning
• Motivation
• Communications
• Understanding Changes in Working Environment
• What is VUCA?
• What does VUCA mean for organisations?
• What does VUCA mean for employees?
• What does VUCA mean for managers and leaders?
• Responding to the Demographic Changes
• Understanding managerial leadership challenges
• What are the skills and competencies needed?
• Role modelling and skills practice
• Responding to VUCA
• What VUCA demands of managers and leaders
• What are the skills and competencies to meet the VUCA challenge?
• Role modelling and skills practice
• Building Managerial and Leadership Competencies
• Envisioning the future organisation
• Employee in the future
• Mapping the Future Leader
• Mapping the Future Manager

Methodologies

This is a highly experiential and interactive workshop where 70% of the time participants will be engaged in games, discussion and activities. Training comprises a combination of:

- Concept Presentation
- Role Plays
- Individual and Group Feedback & Coaching
- Application Presentation with Group Review
- Experiential Games and Activities

Programme Trainer

TBA

Introduction

This programme explores the qualities and key competencies that contribute to successful team leadership. It will examine how to keep your team motivated and on track during challenging economic times.

As well as gaining a firm foundation in the core aspects of team leadership, you will also take away with you a useful social skills model to help you deal effectively and persuasively with a range of different or difficult personalities and characters you might have to deal with in your everyday working life.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the style of leadership it is appropriate to adopt as a team leader
  
• How teams develops, change and what it takes to keep them on track in challenging economic times
  
• How to enable / empower staff in order to be able to increase productivity
• Manage performance effectively
• Gain facilitation skills and be able to balance tasks and people

Who Should Attend

Team leaders, Supervisors and those aspiring to become Team Leaders, Project Managers with a high proportion of specialist staff who have little or no management training.

Programme Outline

1. What Style of Leadership is Appropriate in Different Situations?
   - How Best to Use a Range of Different Leadership Styles According to the Situation You are Faced With
   - How to Recognise the Different Sources of Power that Others Might Adopt – The Autocrat, Authoritaricrat, Bureaucrat, Particicrat and Abdicrat
   
   
2. The Creation of a Team
   - What are the Characteristics of a High Performing Team?
   - Belbin’s Concept Concerning a Well Balanced Team and How to Ensure You Are Maximising the Potential Skills and Competencies of each Team Member
   - How to Keep the Team on Track and Productivity in Place During Challenging Times
   
   
3. Performance Management
   - Recognising the Need for Clear, Objective Standards of Performance
   - Improve Clarity by Setting Measurable Targets
   - Appraising for High Performance
   - Correcting Under-Performance and Setting Review Sessions to Monitor Improvement
   
   
4. The People Part of Managing a Project
   - How and When to Offer Guidance and Help During a Project
   - Motivating the Team or Individual During the Process
   - Monitoring and Reviewing Progress
   - Ensuring Accountability
   - How to use a Range of Different Analysis Tools to get to the Root Cause of the Problem
   
   
5. The Power of Seven
   - Using this Unique Instrument for Project Planning, for Sales Presentations or Recruitment Activities
   
   
6. The Enablement / Empowerment Four Box Model
   
   
7. Delegation
   - To Successfully Delegate Tasks and Responsibilities to others will often need to be Gradually Undertaken using Effective Communication, Coaching or Training. How to Assess the Appropriate Approach in Different Situations
   - Using The Maze Activity to Understand all of the Issues You Face During the Delegation Process and Getting it Right
   
   
8. Handling Problem Staff and Conflict
   - Skills for Resolving Conflict
   - Stopping Conflict from Starting
   - Problem Solving Between People
   
   
9. Handling and Influencing a Range of Different and Difficult Personalities in the Workplace
   - Through the Use of a Social Skills Model You Will Learn how Best to Influence Others and Persuade them to Come Around to Your Point of View
   - Developing an Action Plan for the Future

Methodologies

You will initially gain key concepts of effective team leadership through presentation and group discussion. However, a good proportion of the time will be spent in syndicate groups or using a range of interesting instruments such as the Power of 7 and the Maze.

This workshop will be highly inter-active, and DVD film will also be used to compound the learning process.

Programme Trainer

Pat Wellington is an internationally-renowned management consultant and author. Based in the UK she is a regular visitor to Singapore and South East Asia. Her areas of expertise encompass team leadership, the management of change, customer care, interpersonal skills and business development. She has written various books including Kaizen Strategies for Customer Care (Pitmans/ FT) which sold well not only in Europe and the USA, but also was translated into Spanish for the South American market and Chinese.

She was also a contributor to Kaizen Strategies for Improving Team Performance (FT / Prentice Hall), and in 2009 her book Effective Team Leadership for Engineers (the IET) was published. Effective Customer Care was released in 2010 as part of the Sunday Times Creating Success management series. Her most recent book entitled Effective People Management has just been published by Kogan Page, and in the Spring of 2012 her book Managing Successful Teams has been released.

Pat has many years of practical experience as well as a thorough theoretical grounding. She started her working life as a General Manager in a manufacturing and retailing organisation, and twenty years ago moved into management training and consultancy. She has recently headed up the Management Development Unit of London Metropolitan University, the largest educational establishment in the UK capital, and held a management role at City University.

Her training and consultancy assignments have included working in blue chip organisations such as Coca Cola, Canon and Coats Viyella, and various United Nations aid agencies in Rome and Geneva. In the public sector she has worked for range of government bodies – in the UK with the Tate Gallery and London boroughs including Islington, Hackney and Croydon Social Services. She has also worked in pharmaceutical organisations and with private hospital chains. In the Gulf she has worked with the Government of Dubai, and petro-chemical organisations. She is a regular visitor to Singapore and Malaysia, and has delivered training programmes for a cross section of organisations including the Civil Aviation Authority of Singapore, Sumitomo Chemicals, The Bank of New York, The Ministry of Defence, Hitachi and the JTC Corporation.

Introduction

Are you bringing out the best in your people and teams? Companies need managers, but people and teams need leaders. Facilitative leadership is about tapping the power of participation. It gets team members to know that they are valued, it creates support and maximises the team’s contributions, and establishes team members’ ownership in generating solutions and desired outcomes.

This course equips leaders and managers with the mindset and skills to maximise team contributions and effectiveness through a facilitative leadership style and process. It expands their ability to generate engagement and bring out the best in individuals and teams.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Define Facilitative Leadership
  
• Identify the roles and responsibilities of the Facilitative Leader
• Grow teams with a sense of ownership
• Apply specific tools and techniques that foster high engagement
• Lead with the Focused Conversation model
• Use different decision-making methods
• Deal with challenging team members
• Identify ways to improve your facilitative leadership competencies

Who Should Attend

Managers, supervisors or team leaders who are seeking to enhance their leadership styles through a facilitative process to engage their team members in their organisations.

Programme Outline

• Introduction
  
• Overview of leadership styles
  
• What is Facilitative Leadership?
• The Results, Process, Relationship (RPR) model
• Roles and responsibilities of the Facilitative Leader
• The facilitative approach through SUCCEED
• Connecting with team members to build engagement
• Preparing for a team conversation
• Tools and techniques to maximise participation and contribution
• Lead with the Focused Conversation model
• Methods of decision-making as a team 
• Commit to self-development and improvement
• Summary and Conclusion

Methodologies

Mini-lectures, case studies, peer sharing, group discussions, role-play, hands-on exercises.

Programme Trainer

Lionel is a passionate training and career development facilitator, and a people-oriented person with an energetic and motivated mindset. Lionel’s career spans more than three decades in roles such as leadership, operations, training, human resource management, event organisation, communication, policy development and managing high-performance teams. He has held positions as a senior military officer, a Learning and Development Manager in a leading pharmaceutical MNC, a Career Guidance Counsellor with MOE and as an independent corporate trainer. Besides collaborating with leading corporate training providers, Lionel is also an Adult Educator accredited by Skillsfuture Singapore to facilitate WSQ programmes such as the Advanced Certificate in Training and Assessment (ACTA) with the Institute for Adult Learning, and the Employability Skills (ES) and Leadership and People Management (LPM) programmes.

Lionel has presented at public events and at corporate workshops and seminars, facilitated groups and coached individuals. He has conducted workshops for the public and private sectors, non-profit organisations, MNCs as well as participants from the region. He has worked with front-line staff, supervisors, specialists and managers. Lionel has also contributed to the community; having volunteered his facilitation services at the Changi Prison, the Singapore Learning Festival, and the Singapore Government’s Feedback Unit, and as a Parenting Facilitator in St Nicholas Girls’ School. His training areas of interest are in Leadership and Management, Career Planning and Transition, Communication Skills, Coaching Skills, Facilitation Skills, Creativity and Innovation, and Team Effectiveness.

Lionel graduated with a BA in Communication and Media Management from the University of South Australia. He is an ACTA and DACE-qualified trainer, an ACCDF-qualified Career Development Facilitator, a DiSC Certified Behavioral and Career Consultant (CBCC), and a member of the Adult Educators Network.

Lionel is a strong advocate for people development and that a positive attitude is the precursor to success. Lionel's light-hearted and personable nature has actively engaged participants and leaves them ready to take on challenges at their workplace with an energetic and motivated mindset.

Introduction

Everything rises and falls according to the level of leadership. Vision of an organisation can be sustained only through the commitment, capability and capacity of its leadership. Good leaders will succeed in some ways but great leaders will excel and scale the organisation to a higher level.

What set great leaders a cut above the pile is the mastery of 7 key dimensions in transformational leadership. Managers who are competent and succeeding can identify and bridge gaps in these 7 dimensions of leadership to sharpen their growth and fully realise their leadership potential.

This course will equip participants with essential leadership skills in these 7 core leadership competencies. Current research findings will be presented and a theoretical framework internalised through case studies and workplace applications. Participants by the end of the course will be equipped with skills and practical applications to develop as more effective managers and leaders in the workplace.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Develop leadership skills to advance their careers as more effective team leaders
  
• Apply and adapt the seven dimensions of leadership to meet different workplace challenges
  
• Take charge of personal growth in leadership
• Motivate and enhance teamwork
• Encourage innovation and engineer change to improve productivity and team performance
  
• Harness team power of a shared vision
  
• Inspire team members to a higher level of commitment and performance
  
• Develop and mentor other leaders

Who Should Attend

• Senior Executives, New and Existing Managers
  

Programme Outline

1. Leadership 101
   - Fundamentals of Leadership
   - Key Principles in Leadership
   
   
2. Self-Leadership
   - Developing Personal Mastery
   - Expanding Growth Capacity
   
   
3. People Leadership 
   - Becoming a People Person
   - Building a Great Team
   
   
4. Thought Leadership
   - Power Growth Mindset
   - 7 Critical Thinking Skills
   
   
5. Strategic Leadership
   - Envisioning
   - Navigating
   
   
6. Situational Leadership
   - Adjusting Style
   - Synergising
   
   
7. Inspirational Leadership
   - Igniting & Sustaining Passion
   - Keys to Powerful Influencing
   
   
8. Developmental Leadership
   - Mentoring Leaders 
   - Level 5 Multiplier
   
   
9. Review & Applications

Methodologies

Mini lectures, case studies, Mind Mapping®, activity based interactive whole brain learning with modelled applications & facilitated discussions

Programme Trainer

Dr Tan is the Principal Trainer and Managing Director at Tony Buzan Learning Centre as well as Mind Map Training Centre.

He graduated from the National University of Singapore with direct honours in Accountancy in 1984 and subsequently a Masters in Business Administration. He also has a Doctorate in Business Administration and an advanced Postgraduate diploma in consultancy from the Henley Management College in the UK. His research interests include strategic planning, strategic marketing, management leadership, emotional intelligence and mental literacy.

Dr Tan has extensive corporate experience and was previously a Senior Business Manager with the Standard Chartered Bank, Chief Executive of Europa Holdings Pte Ltd, Vice Chairman of China United Pure Water Company and Chairman of The Beverage Company of Asia in China.

He is also the pioneer of the Buzan 5-Step Learning Plan® for nurturing life-long learners. He published a research paper with the Henley Management College UK in early 2006 on developing intelligence and presented this paper as a Conference Speaker in the ASCD 2007 Conference in Anaheim, LA United States.

A Buzan Instructor, DISC Facilitator, ACTA, 6-Seconds® EQ Trainer and IAL Associate Adult Educator, Dr Tan has conducted numerous executive workshops and programmes for various corporates, schools and government institutions in Singapore.

Introduction

This programme is ideal for any team leader or manager who has already attended a team leadership programme in the past would like to brush up / refresh their skills and knowledge.

This two-day highly interactive workshop will offer you the opportunity to fine tune your leadership skills and find out how teams change, develop and how you can keep them on track. It will explore what it takes to move an average performing team to one that is high performing and recognised for its achievements.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Recognise the characteristics of a high performing team
  
• Enhance their personal style of management
  
• Understand the subtle needs and requirements of those in your team during change
• Identify and maximise talent within the team
• Use a combination of approaches to engage, empower and motivate your team
• Develop your coaching, facilitation and networking skills
• Influence others in a professional positive manner

Who Should Attend

Team Leaders, Supervisors, Managers and Project Managers with a high proportion of specialist staff, who have a rudimentary knowledge and understanding of the topic.

Programme Outline

1. Leadership and Management
   
   
2. A Behavioural Exploration of Leadership at Different Levels in the Organisation
   
   
3. The Differences Between Leadership and Management
   - Mission, Vision and Values
   - Setting the Direction of the Team
   - Developing the Common Vision and Building Commitment to it
   - Aligning Team and Personal Objectives to that of the Organisation
   - Best Practice Case Studies of Organisations Around the World Who Demonstrate
   - How Their Culture and values are Defined and Developed
   
   
4. Team Creation and Development
   - What Should You Bear in Mind Structuring a Team?
   - Team Assessment Tool
   - What is it that makes a Team Perform Well or Under-Perform?
   - Taking Your Team through Change
   - How to Move to a Self-Managed Team
   - Working with a Virtual Team
   
   
5. Performance Management
   - The Power You Can Use to Get Results
   - Using Push / Pull Techniques
   - What are the Top Recruitment Pitfalls?
   - Motivation When There are No Funds Available
   - Dealing with Under-Performance
   - Common Mistakes Made During the Appraisal Process
   - Learning – What Makes You a Credible Coach and Trainer?
   - The Art of Facilitation
   
   
6. Setting Goals and Measuring Performance
   - Eighteen Different Factors to Bear in Mind Setting Goals
   - Examining a Case Study of Measurement in Action
   - What Should You Be Measuring in Your Team?
   
   
7. Your Role as a Communication Messenger
   - Who are Your Internal Customers and How Can You Build Bridges with Them to Ensure that You Work Well Together?
   - Communicating Effectively with Your Team
   - Maximising The Effectiveness of Team Meetings, Briefings and Team Process*
   - Reviews
   - Delivering Difficult Messages to Your Team
   
   
8. Creativity
   - Getting Your Team Members to Think Laterally
   - Using De Bono’s Six Thinking Hats for Pushing the Boundaries
   - Appreciating the Hidden Qualities That Those in Your Team Might Have
   
   
9. Delegation
   - Defining How Your Time Should Be Spent
   - What Can’t You Delegate?
   - How to Plan the Whole Process and Make it Work
   - Using a Case Study to Find Out How Well You Can Delegate
   
   
10. Personal Effectiveness and the Power to Influence Others
    - Dealing With Conflict in the Team
    - How to use a Variety of Techniques to Influence Others
    - What Mistakes Can You Make When Trying to Influence Others?
    - Understanding the Power of Emotional Intelligence
    - Dealing With a Range of Different and Difficult Individuals You Might Have to
    
    
11. Work with and Bringing Them
    - Around to Your Point of View

Methodologies

Leading High Performance Teams is a highly inter-active two-day programme. Key concepts are presented to participants and this is closely followed by syndicate work and group discussion.

Video presentations and film are used to compound the learning process and create high impact training.

The programme is designed to be dynamic and fun as well as educational. The primary focus is to provide delegates with concepts and methods which they can put to immediate use in the workplace.

Programme Trainer

Pat Wellington is an internationally-renowned management consultant and author. Based in the UK she is a regular visitor to Singapore and South East Asia. Her areas of expertise encompass team leadership, the management of change, customer care, interpersonal skills and business development. She has written various books including Kaizen Strategies for Customer Care (Pitmans/ FT) which sold well not only in Europe and the USA, but also was translated into Spanish for the South American market and Chinese.

She was also a contributor to Kaizen Strategies for Improving Team Performance (FT / Prentice Hall), and in 2009 her book Effective Team Leadership for Engineers (the IET) was published. Effective Customer Care was released in 2010 as part of the Sunday Times Creating Success management series. Her most recent book entitled Effective People Management has just been published by Kogan Page, and in the Spring of 2012 her book Managing Successful Teams has been released.

Pat has many years of practical experience as well as a thorough theoretical grounding. She started her working life as a General Manager in a manufacturing and retailing organisation, and twenty years ago moved into management training and consultancy. She has recently headed up the Management Development Unit of London Metropolitan University, the largest educational establishment in the UK capital, and held a management role at City University.

Her training and consultancy assignments have included working in blue chip organisations such as Coca Cola, Canon and Coats Viyella, and various United Nations aid agencies in Rome and Geneva. In the public sector she has worked for range of government bodies – in the UK with the Tate Gallery and London boroughs including Islington, Hackney and Croydon Social Services. She has also worked in pharmaceutical organisations and with private hospital chains. In the Gulf she has worked with the Government of Dubai, and petro-chemical organisations. She is a regular visitor to Singapore and Malaysia, and has delivered training programmes for a cross section of organisations including the Civil Aviation Authority of Singapore, Sumitomo Chemicals, The Bank of New York, The Ministry of Defence, Hitachi and the JTC Corporation.

Introduction

Increasingly, research, anecdotal evidence and leadership experience has pointed to a critical point of failure in strategy execution – the middle management. While lofty strategies are crafted by senior leaders in consultation with expensive consultants armed with high powered big data analytics, many companies have come to the realisation that strategies often fail because the message are not effectively carried through and actions are often misaligned and misdirected at the operations level. This is due to failure at the middle management level.

With more and more realisation of the important role of middle managers in strategy execution and employee engagement, there is a growing need to strengthen this area to ensure sustainability of the business.

On the other hand, middle managers are increasingly feeling like the sandwiched class. Higher expectations from the top, driven by dynamic and challenging business environments, such as having to manage a diverse group of employees comprising of the millennial, Gen Y, Gen X and the Baby Boomers.

This 2-days workshop is specifically designed for middle managers to understand the critical nature of their role and equip them with the right skill sets and mindset to perform effectively.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Gain a deep understanding of the roles of an effective manager
  
• Understand the importance of self-leadership in the growth and progression of a manager
  
• Learn and practice the related competency categories for managers and leaders
• Exercise and experience the impact of applying managerial leadership competencies in simulated scenarios in the workshop
• Learn application of managerial leadership competencies in the various core roles of a manager

Who Should Attend

Team leaders, People Managers, Managers of managers, Senior Leadership Teams, Professionals seeking both professional and personal growth.

Programme Outline

• Understanding the Leadership Pipeline
  - Leadership progression
  - Skills and competencies at different stages of leadership
  - Skill application scenarios
  
  
• The Classical role of Managers +1
  - The role of planning
  - Organising resources
  - Motivating team members
  - Controlling, measuring and tracking
  - Communicating
  
  
• Understanding Managerial Competencies
  - Team leadership and enlisting cooperation of others, team communication
  - Planning and organising, team communication, results oriented
  - Leadership, accountability, results oriented
  - Team cooperation, team communication and leadership
  
  
• Effective Managerial Leadership
  - Understanding managerial leadership challenges
  - What are the skills and competencies needed
  - Role modelling
  
  
• Building Self-Leadership
  - Creating self-awareness
  - Johari window
  - Self-Leadership
  
  
• Building Managerial Competencies
  - Giving and receiving feedback
  - Managing difficult conversations

Methodologies

This is a highly experiential and interactive workshop where 70% of the time, participants will be engaged in games, discussion and activities. Training comprises of a combination of:

1. Concept Presentation
2. Role Plays
3. Individual and Group Feedback & Coaching
4. Application Presentation with Group Review
5. Experiential Games and Activities

Programme Trainer

Hoe Choy (HC) has close to 30 years of practical, hands-on experience in leading, designing and implementing learning solutions, talent development programs, and organisation branding & employee engagement initiatives for multi-national corporations (MNCs) across Asia. Having trained thousands of professionals, managers and senior leaders across different cultures, HC is now using his experience to focus on helping build successful organisation through high performance teams.

HC past appointments include careers with Molex Far East South Management as Regional Training Manager, Dell Global BV a Senior Manager, L&OD (South Asia) and CSC Asia as Director of L&OD. He has also held manufacturing appointments with GM Singapore and Baxter Healthcare. He was on secondment to Singapore’s Economic Development Board prior to making a career switch to people development in 1995. His last held appointment was Area Leader, L&D Training (Asia, Pacific, Middle East & Africa) for Abbott Laboratories, where he was a member of Abbott’s Global L&D Leadership Team.

Introduction

The ancient Chinese philosophers and thinkers fully subscribed to the importance of good leadership especially the wisdom of a ruler or leader. All the ancient philosophers reviewed extensively and discussed the wisdom of a wise ruler. They derived that a good leader is built on a foundation of moral authority as well as in the setting of a virtuous example for his subordinates to follow.

Wisdom is an integration of intelligence with experience and an integration of science and philosophy. Wisdom comes from living, from making mistakes, from listening to others and learning from others. This concept of ‘leadership by wisdom’ is highly relevant to today’s leadership study and development. The wisdom of a leader should embrace the virtues of benevolence and morality with deep insights and creativity in perspective. It is insufficient for a leader to be knowledgeable or intelligent yet far from wise. In today’s context, many leaders at organizational, national and international levels are grossly lacking in the wisdom to lead others. Wisdom is still a deficit in many of our world leaders today.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Learn and practice various Chinese classical leadership approaches (humanistic, bureaucratic and naturalistic ways) in leading different types of people, organization and situation. Share and demonstrates how each leadership type achieves success and which leadership approach fits you best.
  
• Improve your performance by strengthening your management & leadership skills and the key success factors of a strong leader.
• Recognise your leadership style and evaluate its effectiveness with your organisational structure.

Who Should Attend

This 2-Day Workshop is customized for senior executives from organizations with International Business. It enables participants to embark on careers with global responsibilities and leadership. It also provides opportunities to deepen essential skill-sets to navigate, lead and overcome the complexity of overseas markets.

• Business leaders and directors from both the public and private sectors.
• Entrepreneurs who wish to do business in China or with the Chinese community.
• Those who havea great passion for Chinese classics and philosophies - Confucius, Mencius, Laozi, Zhuangzi, Liezi, Xunzi and Han Feizi). Those who seek to broaden and deepen their understandings of the psychology of the Chinese people.
• Executives from middle to senior management. Individual or entrepreneurs who wish to conduct business in China or understand and apply leadership philosophies from the ancient Chinese perspective.
• Individuals committed to deepening skills in Chinese leadership and internationalization including academicians and researcher.

Programme Outline

• The evolution of Chinese culture and why are hundreds of Harvard students studying ancient Chinese philosophies?
  
  
• Overview of Chinese philosophy and leadership followed by a brief review of the ancient Chinese ruler-ship or emperor-ship
  
  
• What is leadership from the Chinese perspective? What is wisdom?
  
  
• Discussion of Legalistic approach and develop a list of traits of a bureaucratic and disciplined leader such as:
  -Concept of Discipline
  - Rules and Regulations
  - Organizational Authority and Structure
  - Award and Punishment system
  
  
• Discussion of Humanistic approach and develop a list of traits:
  - Confucian Ethics
  -Principle of Humanism
  -Doctrine of Moderation
  - Principle of Learning
  
  
• A list of behavioural traits of a great and wise leader
  
  
• The principles of Naturalism and the development of:
  - An altruistic leader
  - A paradoxical leader
  - The principle of fluidity
  - The law of subtraction
  
  
• Discuss a list of characteristics (both capabilities and qualities) that make a great leader.
  
  
• How to nurture a great leader through self-cultivation?

Methodologies

• Lectures- to discover and uncover the concept of leadership and leadership wisdom from the Chinese perspective and its application.
• Individual and small group discussions based on the scenario - exchange of ideas among the participants facilitated by the speaker.
• Action planning- collectively develop a series of the action plan based on how to improve organizational effectiveness and efficiency model (developed by the author).

Programme Trainer

Dr. Sheh Seow Wah serves as a Management Consultant, Research Consultant, Seminar and Conference Speaker and Industry Trainer for several institutions for the past 20-25 years in Singapore, Malaysia and Indonesia. His areas of specialization include Chinese classics, Chinese Family Business, Change Management and Research and Leadership and Management.

Currently, he is the Associate Lecturer for Singapore University of Social Sciences, RMIT-SIM (over 12 years) and University of Warwick, the UK for supervising Master degree candidate. He is the Adjunct Research Fellow for University of South Australia successfully supervised 18 doctorate students in Singapore/Hong Kong/China/Malaysia since 2002. He had sat on the Editorial Board of Emerald Emerging Markets Case Studies journal.

Introduction

This 2-days workshop will uncover the capabilities and qualities that define the different types of leaders and their leadership styles which will help to equip business leaders and managers with the knowledge and ability to identify potential followers within their organisation for suitable leadership roles to promote organisational growth and development.

Wisdom is an integration of intelligence with experience and an integration of science and philosophy. Wisdom comes from living, from making mistakes, from listening to others and learning from others. This concept of ‘leadership by wisdom’ is highly relevant to today’s leadership study and development. The wisdom of a leader should embrace the virtues of benevolence and morality with deep insights and creativity in perspective. It is insufficient for a leader to be knowledgeable or intelligent yet far from wise. In today’s context, many leaders at organizational, national and international levels are grossly lacking in the wisdom to lead others. Wisdom is still a deficit in many of our world leaders today. In ancient China, education emphasized on teaching people to be wise rather than teaching people to be smart or skilful. A common Chinese saying is, “Learn to live likewise men.” It is about using what we have learnt and our wisdom to respond to the changing environment.

To the school of humanism espoused by Confucius and Mencius, humanity is the core of all human races. The school of humanism endorsed the virtues of righteousness and benevolence in order for a leader to be effective. On the other hand, the legalistic scholars, Xunzi and Han Feizi emphasized that a leader must occupy the top position of a power hierarchy in order to effectively execute strict discipline and the penal code. To Xunzi and Han Feizi, the roots of a man’s evil nature are his selfishness and greed. The third key school of the hundred thoughts is naturalism put forward by Laozi. To naturalistic, a wise leader is characterized as having profound understanding, with deep insights into Nature and humans. In the process of developing the 5-level leadership model, the works of Mozi, Sunzi and Sun Bin were reviewed and applied.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Learn and practice various Chinese classical leadership approaches (humanistic, and bureaucratic to strategic and naturalistic approaches) in leading different types of people, organization and situation.
  
• Discuss how each leadership type achieves success and which leadership approach fits you best at the different level of your leadership position.
• Develop a leadership style that suits your unique personality with a forward-thinking mindset.
• Improve your efficiency and effectiveness by strengthening your management & leadership skills
• How Strong Leaders Inspire Everyone To Take Lead, Executive, Guide, Influence and Reflect.
• How Evolved Leaders Gain Insight, Drive Change and Get Results in a dynamic business environment.
• Becoming strategically agile and able to quickly respond to changes, threats and trends.
• Direct new energies and time in leading your people to the higher level of excellence.
• Understand and apply your personality, experience and preference and key success factors of a strong or great leader.
• Recognise your leadership style or type and evaluate its effectiveness with your organisational structure.

Who Should Attend

This 2-Day Workshop is customized for senior executives from organizations with International Business. It enables participants to embark on careers with global responsibilities and leadership. It also provides opportunities to deepen essential skill-sets to navigate, lead and overcome the complexity of overseas markets.

• Business leaders and directors from both the public and private sectors.
• Entrepreneurs who wish to do business in China or with the Chinese community.
• Those who havea great passion for Chinese classics and philosophies - Confucius, Mencius, Laozi, Zhuangzi, Liezi, Xunzi and Han Feizi). Those who seek to broaden and deepen their understandings of the psychology of the Chinese people.
• Executives from middle to senior management. Individual or entrepreneurs who wish to conduct business in China or understand and apply leadership philosophies from the ancient Chinese perspective.
• Individuals committed to deepening skills in Chinese leadership and internationalization including academicians and researcher.

Programme Outline

• The evolution of Chinese culture and philosophies.
  
  
• The Principle of Reciprocity of the Chinese classics.
  
  
• The Development of Man model and a brief discussion on the key differences between a superior and an inferior man.
  
  
• Leadership study: An Overview. What is leadership from the Chinese perspective?
  
  
• Discuss the five-level of the leadership model:
• - The Ineffective Leader
• - The Effective Leader
• - The Benevolent Leader
• - The Wise Leader
• - The Evolved Leader
  
  
• Principle of Duality (the ‘Yin-Yang’ concept in the understanding of Leader-Follower relationship)
  
  
• Discuss the key traits and behaviours of a BAD LEADER.
  
  
• The key characteristics of an Effective Leader:
• - The Concept of Discipline
• - Creates a clear structure
• - Installs an effective reward and punishment systems
  
  
• The key characteristics of the Benevolent Leader:
  - Morality and integrity
  - Humanism
  - Doctrine of Mean
  
  
• The key characteristics of the Wise Leader:
  - Steadfast – cool, calm and clear
  - Courageous and Righteousness
  - Enthusiasm and Endurance
  
  
• The key characteristics of the Evolved Leader:
  - Embracing
  - Paradoxical and Imagination
  - Fluidity and Non-action (‘wu-wei’)
  
  
• The above is derived from the works of Naturalism put forward by Laozi, Zhuangzi and Liezi.
  
• - To be perfect is to possess the ability to embrace all the imperfections.
• - To be complete is to embrace all the incomplete.
• - To enjoy unlimited happiness is to embrace all happiness and unhappiness.
• - To be objective is to embrace all subjectivities.
• - To be holistic is to embrace all different viewpoints.
• - To be a selfless leader is to embrace all types of people.
  

Methodologies

• Lectures- to discover and uncover the concept of leadership and leadership wisdom from the Chinese perspective and its application.
• Individual and small group discussions based on the scenario - exchange of ideas among the participants facilitated by the speaker.
• Action planning- collectively develop a series of the action plan based on how to improve organizational effectiveness and efficiency model (developed by the author).

Programme Trainer

Dr. Sheh Seow Wahserves as a Management Consultant, Research Consultant, Seminar and Conference Speaker and Industry Trainer for several institutions for the past 20-25 years in Singapore, Malaysia and Indonesia. His areas of specialization include Chinese classics, Chinese Family Business, Change Management and Research and Leadership and Management.

Currently, he is the Associate Lecturer for Singapore University of Social Sciences, RMIT-SIM (over 12 years) and University of Warwick, the UK for supervising Master degree candidate. He is the Adjunct Research Fellow for University of South Australia successfully supervised 18 doctorate students in Singapore/Hong Kong/China/Malaysia since 2002. He had sat on the Editorial Board of Emerald Emerging Markets Case Studies journal.

Introduction

Transformational leaders are highly visible and spend a lot of time communicating. They expand leadership’s focus towards the growth of the followers’ through their capability to empower and delegate responsibility amongst their team. They create an enlightening vision of the future and get maximum buy in to the vision. This can only be done through inspiring and involving those they manage and using their capacity to “influence” not “command.”

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Know the differences between Transactional and Transformational Leadership
• Learn the characteristics of Transformational Leaders
• Understand the four core strengths of Transformational Leaders
• Know the behaviours of Transformational Leadership

Who Should Attend

Experienced Managers who lead teams

Programme Outline

• Transformational Leadership
  - Transactional vs. Transformational Leadership
  - Transformational 4 I's (Idealised Influence, Inspirational Motivation, Intellectual Simulation & Individualised Attention)
  
  
• Creating the Vision
  - Characteristics of an effective vision
  - Your vision as a leadership tool Communicating your vision
  - Create Holding environment
  - Handling destructive behavioursm
  
  
• Motivating and Empowering Teams
  - Motivate and Empower team for maximum performance
  Identify what motivates team members & use the information to empower in meeting set goals
  Give feedback and reward them
  Positioning team for cross-functional collaboration
  
  
• Developing Others
  - Defining Employee Development
  - Leadership Styles
  - Developing your employees using 70:20:10 Development Approach
  
  
• Change Management
  - Leaders behavior in facilitating change
  - Change as Transition
  - Types of Change
  - 3 Rs to Change
  - Identify and address issues relating to human side of change
  - Strategies to take in helping teams become change-ready
  
  
• Innovation and Creativity
  - Nurturing Creativity in the team
  - What does Innovation mean to you and the team?
  - Why should we be concerned?
  - How we are being influenced by others?
  - What Is In It For Me Story?
  - The Process – Divergence & Convergence
  
  
• Leaders Reflections and Commitments
• Sharing of key learnings

Methodologies

The programs are application-based workshops where participants learn and apply practical techniques to deal with workplace situations successfully. Contents and case studies can be customized to ensure alignment to business requirements. The programs use a blend of learning & development approaches including:

1. Interactive facilitator-led presentations
2. Group discussions
3. Experiential Activity
4. Case Study

Programme Trainer

Clement Ng is an experienced “think out of the box” commercial trainer specializing in sales, marketing, strategy and entrepreneurship. His wealth of experience was garnered from over 20 years of corporate leadership positions within major listed companies and multinationals. He has trained and mentored hundreds of executives and professionals in companies such as Mars/Masterfoods. Swarovski, Indesit Co, Hong Leong Asia, Groupe Seb. These companies owned global brands that shape the lives of many.

Clement was privileged to have worked across the Asia Pacific Region and spent a significant amount of time managing businesses across multicultural structures. He championed many initiatives and led numerous million dollar projects that resulted in “Best Practice” recognition.

He left his last role as a Regional Director of a global multinational to explore and fulfil his passion for training. He has a keen desire to share his broad commercial knowledge and practical know-how to impact learners and transform their work performances to achieve greater heights.

Clement graduated from Queensland University of Technology with a Bachelor of Business (Double Majors: Marketing & International Business) and achieved his MBA (Double Majors: International Marketing & Financial Management) from University of Western Australia. He was awarded the Advanced Certificate in Training and Assessment (ACTA) by the Workforce Development Authority, Singapore and is also a certified Ministry of Education trainer. Throughout the course of his corporate career, he has also attained numerous certifications in Leadership, Category Management, Project Management, Pricing Strategy etc…

Introduction

As the person in charge of your team, you will deal with different team members’ styles which may or may not appeal to your type. However, people are not necessarily difficult to deal with. They only seem difficult because top management sometimes lack the skills of an appropriate communication style on when to motivate, lead and manage team members. It is imperative that managers are equipped with the essential skills to handle different groups of people to improve work relationships in teams.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Develop leadership styles according to the situation
  
• Confidently handle and lessen grievances and complaints in a systematic and calm fashion
  
• Promote work productivity and sense of belonging in the workplace
• Improve team members’ performance levels

Who Should Attend

All bosses, leaders and managers.

Programme Outline

• Branding Yourself
  - Branding yourself as a boss, leader or manager and what the implications are.
  
  
• Understanding People Communication Tendencies
  - People reading
  - Using the DISC to understand an individual’s outward behaviour and thought processes
  - How to use the DISC psychometric tool to communicate and counsel to different groups of people
  - How to motivate team members effectively
  
  
• Qualities of a Performing Team
  - Tuckman’s model of team dynamics
  - Identifying team members’ developmental levels, their current level of competence and commitment
  
  
• Leadership Styles
  - What appropriate leadership styles should you adopt?
  
  
• Coaching Skills
  - Using the GROW and ACHIEVE model to motivate and releasing the potential of team members
  
  
• Communication Tips
  - Understanding the 4 sides of a message
  - Using 6 levels of assertion
  - Giving and receiving feedback and criticism

Methodologies

• Lecturing
  
• Group Discussion/Brainstorming
• Case Studies
• Self-Analysis/Critique Session
• Learning from a Partner
• Interactive Exercises

Programme Trainer

Caroline Josephine Dawson holds a Master of Arts degree in Mass Communications from the Nanyang Technological University (NTU), Singapore. She has more than 8 years of invaluable experience in teaching business, environmental and technical communication and 10 years in the field of journalism and publishing. Caroline has trained operational, supervisory and managerial staff from various organisations.

As an Editor of 4 publications, i.e. Executive Inc, The Hemispheres, The Hemispheres Kid and Koolkidz Magazine, Caroline is presented with opportunities to conduct all facets of written communication to not only the corporate sector but students and aspiring writers as well. Caroline has also written several articles which have all been published in established local magazines. Her dissertation “Effective Ways of Promoting Environmental Consciousness among School Children in Singapore” is kept in Nanyang Technological University (NTU) and various nature organisations in Singapore as resource and reference material on environmental and persuasive communication.

In addition, her professional work experience as a Corporate Trainer has required her to market the value of her programs and persuade clients to value and understand the urgency of good communication skills in the work force. She has also worked with the Workforce Development Agency of Singapore to develop training content for the Employability Skills System where she successfully attained industry approved competencies in conducting, planning and designing competency based assessments for workshops.

Introduction

This course is to prepare anyone who works in the supervisory and managerial levels and for anyone who aspires to be a manager the ability to develop and implement team plans to meet business objectives, and the ability in managing team performance to achieve business results and in rewarding team performance.

This course begins with the fundamental knowledge of the performance management cycle to entice the learners' understanding of how to develop team plans, implement team plans, and managing team performance.

It is very important for learners to understand all factors to consider in developing team plans. Those factors are legal & ethical considerations, organisational policies & procedures, and remuneration trends in Singapore. By considering these factors, learners are able to develop proper team plans according to Singapore’s needs.

The learners will be equipped with motivational theories, performance management approach, and training needs analysis. Besides understanding the above-mentioned factors and theories, as supervisors/managers, learners need to understand their stakeholders. By understanding their stakeholders, the learners are able to develop proper team plans that suitable to the organisation’s needs as well.

The course will be concluded by providing the learners with the skills and knowledge in implementing team plans and monitoring team performance.

This course is designed for the learners to be able to relate the theories with the workplace situations in the case studies. The learners will be given opportunities to reflect and discuss in implementing the skills and knowledge learned in this course to the workplace environment.

Key Takeaways

Upon completion of this workshop, participants will be able to:

• Understand organisational policies and procedures relating to the development of team plans, identification and management of risks, remuneration and performance management.
• Understand legal and ethical considerations relating to the management and reward of team performance.
• Understand relevant professional or industry codes of practice and standards relating to remuneration and performance management.
• Understand the relationship between business objectives and the development and implementation of business plans and processes at the departmental level.
• Understand the relationship between high-level strategy and the development and implementation of performance management plans and processes at the departmental level.
• Understand implications and impact on employees and the organisation arising from the team planning process, risk management processes, remuneration and performance management processes.
• Understand theories and concepts on performance management and incentives.
• Understand market trends and developments in relation to remuneration and performance management.
• Work with team leaders to develop team plans in accordance to expected performance.
• Identify, request and allocate resources required for teams to implement the team plans.
• Identify the success criteria to evaluate team performance.
• Provide regular feedback to team leaders to maintain awareness of expected and actual performance to make improvement.
• Manage and reward team leader performance in accordance with organisational policies and procedures to achieve expected performance.
• Support team leaders to manage issues relating to employee performance to achieve team results.
• Identify and monitor potential risks of strategic impact on business objectives to develop mitigation strategies.
• Gather and analyse data on team performance using appropriate methods and prepare recommendations to enhance future activities and performance of the team.
• Consult stakeholders to obtain inputs and garner support on team plans.
• Assess emotional states of team leaders and respond appropriately to emotional cues when managing performance across teams to ensure individual needs are addressed.
• Keep abreast of performance management processes by subscribing to diverse learning channels and participating in peer discussions to enhance own competence in managing performance management.

Who Should Attend

• Department Manager
  
• Manager

Programme Outline

• Performance Management Cycle
  o Performance Management
  o Performance Management Cycle
  
  
• Developing Team Plans
  o The Importance of Team Plans
  o Developing Team Plans
  
  
• Remuneration and Performance Management
  o Motivation Theories
  - Maslow’s Hierarchy of Needs
  - Herzberg’s Two Factors Theory
  - Vroom’s Expectancy Theory
  - Adam’s Equity Theory
  o Performance Management Approach
  o Training Needs Analysis
  o Remuneration Trends in Singapore
  o Stakeholders
  - How to Consult with Stakeholders?
  
  
• Implement Team Plans and Monitor Implementation of Team Plans
  o Implement Team Plans
  o Success Criteria
  o Developing Teams
  o Review Team Performance

Methodologies

The facilitator conducts the class by using the combination of any of the following instructional methods:
• Lecture
• Concept Formation
• Interactive Quizzes
• Brainstorming
• Role-Play
• Case Studies

To assess the learner’s competency in the class, all learners need to go through 3 types of assessments:
• Written Assessment
• Role-Play

Introduction

This course is to prepare anyone who works in the managerial level and for anyone who aspires to be a manager the ability to develop business plans and monitor divisional performance to meet business results. This course also provides the skills and knowledge to work with the management team to develop performance management strategies to manage and reward performance to achieve business results.

This course begins with the fundamental knowledge of performance management cycle to entice the learners understanding of how to develop business plans and monitor the performance of the business and the staff performance. This course is also designed by using the performance management cycle method with the case studies that could help the learners to be able to relate immediately the theories with the application in the working environment.

It is very important for learners to understand all factors to consider in developing business plans. Those factors are legal & ethical considerations, organisational policies & procedures, and remuneration trends in Singapore. By considering these factors, learners are able to develop proper business plans according to Singapore’s needs.

Beside understanding those factors, as managers, learners need to understand their stakeholders. By understanding their stakeholders, managers are able to develop proper business plans suitable to the organisation’s needs as well.

Then the learners are learning in developing business plans by the following structure:
• Success Criteria
• Risk Management
• Training Needs Analysis
• Kirkpatrick 4 Level Training Evaluation Model

It is very important as well for the learners to be able to monitor divisional performance. One of the most reputable tools to monitor divisional performance is the Balanced Scorecard. In this course, learners will learn how to develop and use the Balanced Scorecard to monitor divisional performance.

Lastly, the learners will learn to review and reward the divisional and individual performance of the staff. By learning and relate it immediately with the case studies, learners are able to reflect on how they could implement the skills and knowledge learned from this course in their workplace and also to prepare them for a higher management role in the future.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand legal and ethical considerations relating to performance management
  
• Understand organisational policies and procedures relating to the measurement of organisational performance
• Understand relevant professional or industry codes of practice and standards relating to performance and remuneration management
• Understand the relationship between business objectives and the development and implementation of plans and processes, performance management at the business unit or divisional level
• Understand implications and impact on employees and the organisation arising from performance measurement processes, performance management and remuneration processes
• Understand concepts, models and methods of business planning, including business planning processes and cycles
• Understand market trends and developments in relation to measures of organisational performance
• Consult stakeholders to gather inputs to develop business plans
• Develop divisional business plan to specify the deliverables and expectations of each department, business unit or team and allocate resources required for implementation
• Identify the success criteria to evaluate divisional performance
• Identify trends and potential risks to assess their strategic impact to the organisational in accordance to organisational risk management framework
• Identify appropriate methods to gather data and measure divisional performance
• Establish reporting mechanisms and timelines to support effectiveness of measurement
• Work with management team and human resource specialists to define performance management and remuneration requirements in line with departmental operations and roles
• Facilitate the development of a policy framework to support implementation of performance management and reward strategies
• Analyse reports and related measures to take appropriate actions to enhance future performance
• Apply emotional intelligence to guide own thinking and actions when working with others to develop frameworks
• Keep abreast of performance management processes and remuneration by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own competence in managing performance management

Who Should Attend

• Department Manager
  
• Manager

Programme Outline

• Performance Management Cycle
  - Performance Management
  - Performance Management Cycle
  
  
• Factors to Consider in Developing Business Plan
  - Legal and Ethical Considerations in Developing Business Plan
  - Organisational Policies and Procedures
  - Remuneration Trends in Singapore
  
  
• Developing Divisional Business Plan
  - Stakeholders
  - Emotional Intelligence in Plan Development
  - Business Plan
  - How to Consult with Stakeholders
  
  
• Monitoring Divisional Performance
  - Key Performance Indicator
  - Balanced Scorecard
  
  
• Reviewing and Rewarding Divisional Performance
  - Reviewing and Rewarding Individual Performance
  - Reviewing and Rewarding Divisional Performance

Methodologies

The facilitator conducts the class by using the combination of any of the following instructional methods:
• Lecture
• Concept Formation
• Interactive Quizzes
• Brainstorming
• Role-Play
• Case Studies

To assess the learner’s competency in the class, all learners need to go through 3 types of assessments:
• Written Assessment
• Role-Play
• Case Study